ChatGPT Ate My Brain

 

Many of us are hearing about ChatGPT and its impact on the world.  This morning I read an article about ChatGPT writing real-estate postings.  The agents are wowed by the results.  I thought I'd try it out, so I made some real-estate available in my schedule and logged in.

While by no means perfect, the system is scary-good.  This brings up a whole bunch of ethical issues especially with respect to education.  That's not in scope for this post.  Here, I want to share with you the result of a conversation (that's the best way to put it) with ChatGPT about Sustainability in Project Management.  Then I want to conclude by letting you see how it insulted me at the end of the conversation.

I asked a series of questions in a variety of formats to ChatGPT.  The real art and science of dealing with it is how you engage it in conversation.  Yes, you can say, "write an essay about General Lafayette" and it will do that, but you get more thoughtful answers if you frame your questions more creatively.

Let me start with one that absolutely amazed me.  I asked it to compare two project managers' results based on their approach to sustainability thinking:

Two project managers are working on large IT projects. One spends extra time and effort assuring that the project will have a more responsible, ecologically-sound long-term result, and overspends the budget and brings the project in a bit late. The other project manager focuses on the budget and stays under the budget, and delivers the project on time, but does not consider the project's outcome in its steady state. Compare the two projects.

It almost sounds like a PMP(R) question stem, doesn't it?  Anyway, here's how ChatGPT answered it:

A comparison between the two projects would consider both the short-term and long-term outcomes. The first project manager, who focused on a responsible, ecologically-sound outcome, may have overspent the budget and brought the project in a bit late. However, the long-term benefits of a more sustainable project may outweigh the initial costs and delay. The project's positive impact on the environment, reputation, and stakeholder satisfaction can lead to increased support and profits in the future.

On the other hand, the second project manager who focused only on the budget and delivered the project on time may have saved costs in the short-term. However, if the project has a negative impact on the environment or stakeholders, it could lead to decreased support and financial losses in the long run.

In conclusion, while staying within the budget is important, it should not be the sole focus of a project manager. A balanced approach that considers both short-term and long-term outcomes, including sustainability, is crucial for the success of a project in the long run.

Pretty, pretty, pretty, good, n'est pas?

I went on to ask some other questions in different ways, and although not perfect, nor even totally consistent, there is wisdom (drawn, I think, from human minds) here.  Have a look at the rest of the conversation (I will use italics for my question and purple text for the answers):

Why should a project manager care what happens after the project is complete?

A project manager should care about what happens after the project is complete for several reasons:

1. Reputation and legacy - The impact of the project after completion can affect the reputation of the project manager and their organization.
2. Stakeholder satisfaction - The long-term outcomes of the project can impact stakeholders' satisfaction and their perception of the project's success.
3. Future opportunities - The success of the project in the long term can impact future opportunities for the project manager and their organization.
4. Continuous improvement - Understanding the long-term outcomes of the project can inform future improvements and best practices in project management.
5. Ethical considerations - It is important to consider the impact of a project on the environment and society, and take a responsible and ethical approach to project management.
6. Return on investment - Consideration of the long-term outcomes of a project can help maximize the return on investment and ensure that the project delivers value over the long term.

By considering the long-term outcomes of a project, a project manager can demonstrate their commitment to responsible and effective project management, and ensure that the project delivers positive outcomes for all stakeholders.

As a project manager, can you give examples of projects where failing to consider the long-term caused problems after the project was handed over to operations?

Yes, here are some examples of projects where failing to consider the long-term caused problems after the project was handed over to operations:

1. Infrastructure projects - If long-term maintenance and sustainability were not considered, the infrastructure may quickly become outdated or fall into disrepair, resulting in increased costs and decreased performance.
2. Software development projects - If the software was not designed to be scalable, adaptable, or maintainable, it may become obsolete or difficult to maintain after the project is complete, resulting in increased costs and decreased efficiency.
3. Environmental projects - If the long-term impact of the project on the environment was not considered, the project may result in negative consequences such as soil erosion, water pollution, or loss of biodiversity.
4. Energy projects - If the long-term costs of energy production and distribution were not considered, the project may result in increased costs, decreased efficiency, and negative environmental impacts.
5. Construction projects - If the long-term durability, maintainability, and sustainability of the structure were not considered, the project may result in increased costs for repairs and maintenance, decreased functionality, and negative environmental impacts.

In all of these cases, considering the long-term outcomes of the project could have prevented these problems and ensured that the project delivered positive outcomes over the long term.

As someone who wants to convey the importance of thinking long-term to an audience of project managers, can you give three examples of disastrous projects in which failing to consider the long-term led to problems?

Yes, here are three examples of disastrous projects where failing to consider the long-term led to problems:

1. Deepwater Horizon Oil Spill - The Deepwater Horizon oil spill in the Gulf of Mexico is a prime example of how failing to consider the long-term consequences of a project can have disastrous effects. The oil spill caused severe environmental damage, economic losses, and harm to human health and safety.
2. Fukushima Daiichi Nuclear Disaster - The Fukushima Daiichi nuclear disaster in Japan was another example of the consequences of failing to consider the long-term implications of a project. The disaster resulted in significant environmental contamination, economic losses, and harm to human health and safety.
3. Oroville Dam Crisis - The Oroville Dam crisis in California is a prime example of how failing to consider the long-term maintenance and sustainability of a project can result in disaster. The crisis resulted in significant damage to the dam, evacuation of nearby residents, and significant economic losses.

These examples demonstrate the importance of considering the long-term outcomes of a project and taking a responsible and proactive approach to project management, to ensure that the project delivers positive outcomes over the long term and does not result in disastrous consequences.

Is there value for a project manager to think beyond the end date of their project?

Yes, there is significant value for a project manager to think beyond the end date of their project. Some of the key benefits of thinking long-term include:

1. Improved project outcomes: By considering the long-term implications of a project, project managers can ensure that the final product is aligned with the organization's overall goals and objectives.
2. Better stakeholder management: When project managers consider the long-term impact of their projects, they can identify and address stakeholder needs and concerns more effectively.
3. Increased sustainability: By considering the long-term sustainability of the project's product, project managers can ensure that it is environmentally responsible and has a positive impact on the community.
4. Better resource allocation: When project managers think beyond the end of their projects, they can make informed decisions about resource allocation that will help ensure that the project has a positive long-term impact.
5. Increased reputation: Project managers who demonstrate a commitment to long-term thinking are likely to be seen as responsible and capable, which can enhance their reputation and that of their organization.

Overall, considering the long-term implications of a project can help project managers deliver more effective and sustainable outcomes, and increase the likelihood of success for their projects.

Thinking as a program manager or PMO director who wants to help project managers think in the long term, what roadblocks exist to this effort?

As a program manager or PMO director, the following roadblocks may exist in the effort to encourage long-term thinking amongst project managers:

1. Short-term focus of organizational culture and leadership
2. Pressure to deliver projects within tight deadlines and budgets
3. Lack of understanding of the benefits of long-term thinking
4. Limited resources and skills to support long-term planning
5. Resistance to change from project managers and other stakeholders
6. Inadequate communication and collaboration between project and program teams
7. Lack of incentives and recognition for considering long-term outcomes
8. Insufficient training and development opportunities for project managers
9. Difficulty in measuring and demonstrating the impact of long-term thinking

Overcoming these roadblocks requires a strategic approach, including leadership support, communication and collaboration, training and development, and the development of metrics and incentives to support long-term thinking.

Next, I got personal.  I asked ChatGPT if it had an environmental impact:

What is the environmental impact of ChatGPT?

The environmental impact of ChatGPT is primarily associated with the energy consumption and carbon emissions associated with running the vast amounts of computer hardware required to train and run the model. This energy usage contributes to climate change, a major environmental issue. It is important for organizations using AI technology to consider energy-efficient practices and sustainable energy sources in their operations.

Then, I got personal from my side:

Who is Richard Maltzman?

I am not aware of any notable person by the name of Richard Maltzman.

OK, ChatGPT, well, then, fine, I am not aware of any notable person by the name of ChatGPT!  But I am now aware that this is going to have an impact on search technology, research, education, and (despite its closing slap in my face), a pretty good understanding of how sustainability connects with project management!

What are your thoughts?  No fair asking ChatGPT.  I want your actual thoughts.